Published date: Jun 19 2018

Journal Title: KnE Life Sciences

Issue title: International Conference of Occupational Health and Safety (ICOHS 2017)

Pages: 318–331

DOI: 10.18502/kls.v4i5.2564

P Ariscasari

R Z Syaafridwan-syaaf@ui.ac.id

Mining is one of the most dangerous of all industries, and safe coal mining is highly dependent on workers’ proper behavior and a safe environment, given that most coal mining accidents are caused by human factors. One way to reduce human error is to implement effective safety leadership. Safety leadership supports the management’s positive view of safety; without any safety leadership, it would be difficult to achieve good safety performance. When developing safety leadership, it is essential to establish a positive safety culture that will reduce the number of workplace accidents. This article aims to explore the components of safety leadership, especially in the coal mining industry. This is a narrative literature review that identifies the components
of safety leadership in the mining industry. Based on the review, the authors have identified the main components of safety leadership to be safety coaching, caring about safety, and controlling for safety. Safety coaching explains the vision and objectives of the safety program and establishes its credibility, influences safety values and explains the consequences of the work performed. Caring for safety is a process of communication, feedback and collaboration among leaders to build relationships with workers. Controlling for safety emphasizes worker accountability, worker safety, and workers’ actions according to defined standards.

Keywords: safety leadership, safety culture, coal mining, safety coaching, safety caring, safety control

[1] Dragan, K., Georges, L., and Mustafa, K. (2017). Organization: A new focus on mine safety improvement in a complex operational and business environment. International Journal of Mining Science and Technology. China University of Mining & Technology, vol. 27, no. 4, pp. 617–625. Retrieved from http://dx.doi.org/10.1016/
j.ijmst.2017.05.006


[2] Indonesia Investments. (2017). Komoditas Batubara. Retrieved from https: //www.indonesia investments.com/id/bisnis/komoditas/batu-bara/item236? (accessed on 8 July 2017).


[3] Ariyono, B. G. (2016). Laporan Kinerja Direktorat Jenderal Mineral Dan Batubara Tahun 2016. Jakarta.


[4] Xuesheng, D. U. and Wenbiao, S. U. N. (2012). Research on the relationship between safety leadership and safety climate in coalmines. Procedia Engineering, vol. 45, pp. 214–219. Retrieved from http://dx.doi.org/10.1016/j.proeng.2012.08.146


[5] Shu, Z., Xiuzhi, S., and Shu, Y. (2011). Safety incentive for labor workers in stateowned mine enterprises in China. Procedia Engineering, vol. 26, pp. 2230–2238. Retrieved from http://dx.doi.org/10.1016/j.proeng.2011.11.2429


[6] ICMM. (2012). Overview of Leading Indicators for Occupational Health and Safety in Mining.


[7] Hopkins, A., Toohey, J., Stacy, R., et al. (2012). The Core Body of Knowledge for Generalist OHS Professionals: The Organisation, 1–41. Tullamarine, Victoria: Safety Institute of Australia.


[8] Queensland Mine and Energy. (2008). Human Factors in Queensland Mining: QME Project to improve identification and Human Factors in of Queensland Mining: Awareness of the Role Human Factors Project Incidents. Queensland.


[9] Patterson, J. (2009). Human Error in Mining: A Multivariable Analysis of Mining Accidents/Incidents in Queensland, Australia and the United States of America Using the Human Factors Analysis and Classification System Framework. Clemson University. Retrieved from http://tigerprints.clemson.edu/all_dissertations%0A


[10] Kim, T. and Gausdal, A. H. (2017). Leading for safety: A weighted safety leadership model in shipping. Reliability Engineering and System Safety, vol. 165 (September 2016), pp. 458–466. Retrieved from http://dx.doi.org/10.1016/j.ress.2017.05.002


[11] Daniel, L. (2015). Safety leadership defined within the Australian construction industry. Construction Economics and Building, vol. 15, no. 4, pp. 1–15.


[12] Skeepers, N. C. and Mbohwa, C. (2015). A study on the leadership behaviour, safety leadership and safety performance in the construction industry in South Africa. Procedia Manufacturing, vol. 4 (Iess), pp. 10–16. Retrieved from http://dx.doi.org/ 10.1016/j.promfg.2015.11.008


[13] Wu, T., Chen, C., and Li, C. (2008). A correlation among safety leadership, safety climate and safety performance. Journal of Loss Prevention in the Process Industries, vol. 21, pp. 307–318.


[14] Xia, H. and Gui, F. U. (2011). Procedia Engineering Study on factors related to work stability of safety management in coal mining enterprises. Procedia Engineering, vol. 26, pp. 2038–2043. Retrieved from http://dx.doi.org/10.1016/ j.proeng.2011.11.2402


[15] Wanjiku, J. (2015). Assessment of Effectiveness of Health and Safety Systems in Construction Industry. University of Tanzania.


[16] Sunindijo, R. Y. (November 2012). Skills for Developing Safety Climate in Construction Projects Riza Yosia Sunindijo.


[17] Mohammadfam, I., Kamalinia, M., Momeni, M., et al. (2016). Evaluation of the quality of occupational health and safety management systems based on key performance indicators in certified organizations. Safety and Health at Work. Retrieved from http://dx.doi.org/10.1016/j.shaw.2016.09.001


[18] Cliff, D. (2012). The Management of Occupational Health and Safety in the Australian Mining Industry.


[19] Haas, E. J., Hoebbel, C. L., and Rost, K. A. (2014). An analysis of trainers’ perspectives within an ecological framework: Factors that influence mine safety training processes. Safety and Health at Work, vol. 5, no. 3, pp. 118–124. Retrieved from http://dx.doi.org/10.1016/j.shaw.2014.06.004


[20] Cooper, D. (2001). Improving Safety Culture: A Practical Guide (1st edition), 1–271. Hull: John Wiley & Sons Ltd. Retrieved from http://www.bsafe.co.uk


[21] Guoyu, L. I. U. and Chuanlong, L. U. O. (2012). 2012 International Symposium on Safety Science and Technology Analysis of the safety psychological factors in the coal mine safety management, vol. 45, pp. 253–258. Retrieved from http: //dx.doi.org/10.1016/j.proeng.2012.08.153


[22] Donovan, S., Salmon, P. M., and Lenné, M. G. (2015). The leading edge: A systems thinking methodology for assessing safety leadership. Procedia Manufacturing, vol. 3 (Ahfe), pp. 6644–6651. Retrieved from http://dx.doi.org/10.1016/j.promfg..11.004


[23] Spanu, F., Baban, A., Bria, M., et al. (2013). Error communication and analysis in hospitals: The role of leadership and interpersonal climate, in Demirok PDHU & DM (ed.) 3rd World Conference on Psychology, Counselling and Guidance (WCPCG-2012), 949–953. Cyprus: Elsevier Ltd.


[24] Klein, J. A. and Vaughen, B. K. (2017). Process Safety: Key Concepts and Practical Approaches. Boca Raton, London: CRC Press Taylor & Francis Group. Retrieved from www.taylorandfrancis.com


[25] Read, B. R., Zartl, A., Winter, J. D., et al. (2011). Safety leadership that engages the workforce to create sustainable hse performance, in SPE International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production. Vienna, Austria: Society of Petroleum Engineers.


[26] Newnam, S. (February 2016). Defining Safety Communication in the Workplace: An Observational Study.


[27] Ghasemi, F., Mohammadfam, I., Soltanian, A. R., et al. (2015). Surprising incentive: An instrument for promoting safety performance of construction employees. Safety and Health at Work, vol. 6, no. 3, pp. 227–232. Retrieved from http://dx.doi.org/ 10.1016/j.shaw.2015.02.006


[28] Akpan, E. I. (2011). Effective Safety and Health Management Policy for Improved Performance of Organizations in Africa. International Journal of Business and Management, vol. 6, no. 3, pp. 159–165.


[29] Simpson, G., Horberry, T., and Joy, J. (2009). Understanding Human Error in Mine Safety. England: Ashgate Publishing Limited. Retrieved from www.ashagate.com


[30] Mazdai, K. and Mohammadi, A. (2012). Present the intelligent leadership multiple model, according to the organizations management systems in Iran. The Procedia - Social and Behavioral Sciences, vol. 47, pp. 83–89. Retrieved from http://dx.doi.org/ 10.1016/j.sbspro.2012.06.617


[31] Lu, C. and Yang, C. (2010). Safety leadership and safety behavior in container terminal operations. Safety Science, vol. 48, no. 2, pp. 123–134. Retrieved from http://dx.doi.org/10.1016/j.ssci.2009.05.003


[32] Zhang, S., Shi, X., and Wu, C. (2017). Measuring the effects of external factor on leadership safety behavior: Case study of mine enterprises in China. Safety Science, vol. 93, pp. 241–255. Retrieved from http://dx.doi.org/10.1016/j.ssci.2016.12.017


[33] Nelson, K., Boudrias, J., Brunet, L., et al. (2014). Authentic leadership and psychological well-being at work of nurses: The mediating role of work climate at the individual level of analysis. Burnout Research, vol. 1, no. 2, pp. 90–101. Retrieved from http://dx.doi.org/10.1016/j.burn.2014.08.001


[34] Cooper, D. (2015). Safety Leadership. Proffesional Safety (February), pp. 49–54. Retrieved from www.asse.org


[35] Ibrahim, R., Boerhannoeddin, A., and Kazeem, B. (2017). Organizational culture and development: Testing the structural path of factors affecting employees’ work performance in an organization. Asia Pacific Management Review, vol. 22, no. 2, pp. 104–111. Retrieved from http://dx.doi.org/10.1016/j.apmrv.2016.10.002


[36] Griffin, M. A. and Hu, X. (2013). How leaders differentially motivate safety compliance and safety participation: The role of monitoring, inspiring, and learning. Safety Science, vol. 60, pp. 196–202. Retrieved from http://dx.doi.org/10.1016/ j.ssci.2013.07.019


[37] Pilbeam, C., Doherty, N., Davidson, R., et al. (2016). Safety leadership practices for organizational safety compliance: Developing a research agenda from a review of the literature. Safety Science vol. 86, pp. 110–121. Retrieved from http://dx.doi.org/ 10.1016/j.ssci.2016.02.015


[38] Martínez-córcoles, M., Gracia, F. J., Tomás, I., et al. (2013). Empowering team leadership and safety performance in nuclear power plants: A multilevel approach. Safety Science, vol. 51, pp. 293–301.